Achieving Excellence in the Hotel Industry Themes of Excellence - - PowerPoint PPT Presentation

Achieving Excellence in the Hotel Industry

Themes of Excellence

Enda Larkin

Themes of Excellence

THEME 1 DEFINE DIRECTION

What are you trying to achieve?

Drivers of Excellence

THEME 2 LEAD TO SUCCEED

How effective is Leadership at all levels within your hotel?

THEME 3 ENGAGE YOUR EMPLOYEES

Are your employees fully engaged?

THEME 4 CAPTIVATE YOUR CUSTOMERS

Are you truly customer focused?

Principles of Applying Excellence in these Themes Think Do Review

Why Bother Striving for Excellence?

Impact of the Drive for Excellence

• One definitive study – presented by the British Quality

Foundation - examined performance in nearly 600 award winning companies.

• Looked at a period from five years before achievement of

an award to five years after the award was achieved.

British Quality Foundation - Research

Failte Ireland – Optimus Award Impact Study

• Gross profit 27% better than Irish Hotel Benchmark
• Staff Turnover down average of 30%
• Overall customer satisfaction improved by 8%
• Daily achieved room rates have improved by 9.5%

THEME 1 DEFINE DIRECTION What are you trying to achieve?

Stakeholders

Secondary Stakeholders

Hotel

Community Suppliers Government Primary Stakeholders Owners/ Investors Customers Employees

The Strategic Map

Stakeholder Focused

How will we know we are getting there?

How will we get there? Where do we want to be? Where are we Now?

Current Position Vision & Mission Goals Strategy Annual Plan Measure Progress

Continuous Improvement

Where are we now?

Means truly understanding your current position by conducting research and preparing a fact-based SWOT analysis:  The current internal Strengths and Weaknesses of your hotel - which in essence helps you to answer where are we now?  The Opportunities and Threats you face in the external business environment which will later influence how you answer where do we want to be?

Vision

Vision To become the leading independent 4* hotel in London providing excellent products and services at reasonable prices to every customer, every time

Mission

Mission Our customers are our priority and we will provide them with a quality experience which is second to none. We recognise the importance of our employees in achieving this and we will create a positive working environment which encourages their loyalty, commitment and hard work. We strive to be excellent leaders and will undertake all our business activities in an honest and ethical manner to provide a fair return on our investment

From Mission to Goals

Mission Our customers are our priority and we will provide them with a quality experience which is second to none. Goals To increase the number of repeat customers to 40% within three years To increase Customer Satisfaction levels to 90% within two years To continuously increase

• ur scores on internal and

external quality audits Goals To increase the number of repeat customers to 40% within three years To increase Customer Satisfaction levels to 90% within two years To continuously increase

• ur scores on internal and

external quality audits

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From Mission to Goals

Mission We recognise the importance of our employees in achieving this and we will create a positive working environment which encourages their loyalty, commitment and hard work. Goals To reduce employee turnover to 20% within three years To achieve an average rating

• f 75% from employee

engagement surveys To introduce a bonus scheme for all employees within three years Goals To reduce employee turnover to 20% within three years To achieve an average rating

• f 75% from employee

engagement surveys To introduce a bonus scheme for all employees within three years

From Mission to Goals

Mission We strive to be excellent leaders and will undertake all our business activities in an honest and ethical manner to provide a fair return on our investment Goals To increase net profit to 15%

• f sales within two years

To increase RevPar by 5% annually To increase restaurant throughput to 1500 covers per week within two years To reduce labour costs to 40% within two years Goals To increase net profit to 15%

• f sales within two years

To increase RevPar by 5% annually To increase restaurant throughput to 1500 covers per week within two years To reduce labour costs to 40% within two years

The Strategic Map

Stakeholder Focused

How will we know we are getting there?

How will we get there? Where do we want to be? Where are we Now?

Current Position Vision & Mission Goals Strategy Annual Plan Measure Progress

Continuous Improvement

Funnel Approach

Vision Mission Goals Strategy Annual Plan

Increasing the amount of detail at each level

Results

THEME 2 LEAD TO SUCCEED How effective is Leadership at all levels within your hotel?

Leadership Concerns. . .

Dimensions

• f Work

The What The How The Who

What you want to achieve

• Goals & Objectives
• Targets
• Plans
• Outcomes

How the work is done

• Processes
• Procedures

Who does the work

• Employees

The Human Equation

The Who Engaged Employees Employees

Lead to

The How Productivity, efficiency and quality Processes

Results in

The What Outcomes Achieved & Satisfied Stakeholders Results Engaged employees deliver better results. Effective leadership engages employees!

The Great Debate - Lead or Manage?

Manage Lead

Lead and Manage

Engage Engaging People to ensure their commitment, competence and motivation (The Who) The ‘leading’ part Achieve Focusing on Process to ensure productivity, efficiency and quality, in order to achieve the Performance and results required (The What and How) The ‘managing’ part

Developing a Leadership Competence Model

Clarifying what your Leaders ‘Do’

Clarifying the ‘What’ – Process Mapping

Monitor & Review Food & Beverage Service Effectiveness Ensure Full Legal Compliance Optimise use

• f IT Resources

Manage Facilities Complete Financial Duties Manage HR Activities Manage the Quality

• f the Customer

Experience Prepare for Service Support Marketing & Promotion Efforts

Food & Beverage Service

Clarifying the ‘What’ – Process Mapping

Gather Feedback according to agreed procedures Handle Billing & Payment Deliver high quality service (SOPs) Greeting & Seating (SOPs) Handling Reservations

ality Manage the Quality

• f the Customer

Experience

Deal with complaints/problems (SOPs)

Clarifying what your Leaders must ‘Achieve’

Leadership Competence Model

The What Possible Targets Expected Results – What they must Achieve  Meet revenue targets  Achieve cost percentages  Increase customer satisfaction ratings for their area  Lower employee turnover in their area  Reduce number of accidents in their area  Meet the requirements for training hours provided to staff

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Leadership Competence Model

The How Possible Criteria Expectations in relation to how the workload is managed  Effectively plan and organise the workload in their department  Manage resources to achieve the objectives agreed for their area  Provide clear direction and guidance to their employees  Ensure that work in their area is consistently carried out to the standard required  Constantly strive to improve overall quality and promote continuous improvement in their area

Leadership Competence Model

The Who Possible Criteria Expectations regarding how they lead (Engage)  Demonstrate high levels of energy, enthusiasm and professionalism  Show concern for their team members and interact with them in a positive manner  Treat all team members equally and fairly  Apply flexible leadership styles and regularly show an ability to adjust their approach to deal with different people and situations  Communicate in a structured and effective manner with their team

THEME 3 ENGAGE YOUR EMPLOYEES Are your employees fully engaged?

Some Evidence

Gallup Q 12 Survey The Three Types of Employees

Engaged – employees work with passion and feel a profound connection to their company Not Engaged – employees are essentially ‘Checked Out’. Sleepwalking through their working day Actively Disengaged – employees aren’t just unhappy at work, they’re busy acting out their unhappiness 29% 55% 16%

Some Evidence

CIPD Employee Engagement Survey

Actively Engaged Moderately Engaged Actively Disengaged

35% 57% 8%

CIPD Survey

 Only 37% of employees had confidence in their senior management team  Only 34% trusted their senior managers  42% didn’t feel they were kept well informed about what’s going on in their organization  30% indicate that their manager rarely or never gives feedback on their performance  25% felt completely undervalued  Only 50% of employees feel that their senior managers have a clear vision of where the organisation is going

Benefits of Employee Engagement

• Towers Martin Research

Research

 Organisations with highly engaged employees achieve twice the annual net income of organisations whose employees lag

• n engagement. (Kenexa Research Institute - WorkTrends

Report, 2008)  Organisations with high levels of employee engagement have 2.6 times the earnings per share (EPS) growth rate compared to organizations with lower engagement in the same industry. (Gallup - Engagement Study)  Highly engaged employees miss 20 percent fewer days of work and are almost 80 percent more likely to be top performers. (Towers Watson)

Framework for Employee Engagement

Culture Composition Effective Leadership Clarity Competence Cooperation Control Communication Challenge Conflict Compensation Change

THEME 4 CAPTIVATE YOUR CUSTOMERS Are your truly customer focused?

Achieving Consistency (S)

The Route to Service Excellence

Experience Expectations Evaluation

What are your customers’ common and specific expectations? How do you define them? Physical Products People Procedures How does the experience you

• ffer rate against

the quality continuum? Are you exceeding your customers’ expectations? How do you know?

Quality Continuum

Below Expectations Meets Expectations Exceeds Expectations

S-1 S S+1

Cultural Change

Inconsistent Delivery Consistent Delivery Responsive Anticipative Low Quality High Quality Reactive Service Proactive Service Internal Focus Customer Focus Impersonal Personal Inefficient Efficient

S-1 S S+1 Page 143

Achieving S + 1

 Adding value through providing +1s for customers.  +1s may be relevant to physical, product, people or procedural elements within the customer experience.  They can be designed to meet specific customer expectations identified from your interactions with your key customer groups.  Most of the time though, the +1s are common sense and can be very simply applied, such as the little things that your employees say or do to make your customers feel special.

Thank You